commanders intent final

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CHIEFOFAIRFORCE

Air Marshal Geoff Brown, AM

Chief of Air Force

CommandersIntent

OneTeam:Swift,Decisive,

ResilientandRe

spected


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Commonwealth of Australia 2011

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Published and distributed by:

Air Power Development Centre

Level 3, 205 Anketell Streetuggeranong AC 2900

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elephone: + 61 2 6266 1355Facsimile: + 61 2 6266 1041

E-mail: [email protected]: www.raaf.gov.au/airpower


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CHIEF OF AIR FORCE

COMMANDERS INTENT

ONE TEAM: SWIFT, DECISIVE,

RESILIENT AND RESPECTED

Air Marshal Geoff Brown, AM

4 July 2011


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Commanders Intent | 3

Chief of Air Force Commanders Intent

ONE TEAM

SWIFT, DECISIVE,

RESILIENT AND RESPECTED

In this 90th anniversary year, I am both honoured and proud to take

command of the Royal Australian Air Force. I am very conscious that we

must at all times build upon the strong foundations laid by past generations

of Air Force members as we move forward into the future. Terefore, I

present my Commanders Intent for the Air Force so that you know where

I want the Air Force to go as an organisation and the role you will play in

achieving our vision: One eamSwift, Decisive, Resilient and Respected.

I am the 24th Chief of the RAAF, and like the Chiefs before me I am the

custodian of the nations air force, responsible for its mission of delivering

air power for Australias national security. Air Force is in the midst of

an unprecedented period of change with most of our major capabilities

transitioning concurrently. For this to occur seamlessly, a well-considered,

collective and coordinated approach is vital in realising such change and to

maintain the health of the organisation. Further, I believe it is important to

understand that such significant change does not occur during the tenure of

one Chief alone and, as such, there will be much continuity in our planning

from Air Marshal Mark Binskins tenure, through my tenure, and the tenures

of future Chiefs.

I will command the RAAF with a view to not only meeting our currentmission and realising our future visionbut also to fulfil the expectations of


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4 | Commanders Intent

both the Government and the nation we serve. I will continue to develop

Force 2030 while maintaining our current capabilities, and simultaneously

meeting our operational commitmentsall within the norms and values that

our society, Government and RAAF members hold.

Te Air Force is a critical element of the ADF and like our fellow Services, we

exist to conduct military operations across the spectrum of conflict to meet

the requirements of Government. Air Force provides swift and decisive air

power for Australias security and achieves this through four core air power

roles: control of the air; strike; intelligence, surveillance and reconnaissance

(ISR); and air mobility. Tese enduring air power roles reflect the distinctive

air power capabilities that we will continue to provide to protect Australiaand her interests. Importantly, the core roles are enabled by air base and

infrastructure support, engineering and maintenance, logistics, training and

education, and high quality command and control. And we do this in both

peace and war, in Australia and overseas.

Tis is the essence of what the Air Force does and whyand we have been doing

it for over 90 years. Air Force as an organisation, and you as a key member of

the Air Force, can take immense pride in the part it has played, alongside the

rest of the ADF, in defending Australias national security interests. Over the

next few years there will be significant anniversaries of key events in past wars

and Air Force will assume its rightful place during these national celebrations,

thus ensuring the achievements and sacrifices of the men and women who

have gone before us are appropriately remembered and honoured.

I strongly believe that the RAAF is one of the most capable air forces in the

world and the best in our region. I believe this because there is no other

air force in the region that has the balanced mix of capabilities that we have

and no other air force has the expeditionary and combat experience we have

acquired over the last 90 years, and in particular, the last decade. I also believe

that we are one of the most professional and innovative air forces in the world.

We will not compromise our reputation or our professionalism in any way

while I am Chief.


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Te Air Force faces a number of significant challenges as we look towards

the future. Firstly, we need to be able to maintain the tempo of our current

operations in the Middle East Area of Operations (MEAO), in support ofborder protection and the myriad of other operations across the globe we

undertake. Tese commitments put significant strain on our people in terms

of threat and operational tempo and, while I will ameliorate them whenever

I can, they are also a part of being members of the RAAF. While maintaining

our commitment to operations we also need to continue the replacement

of the majority of our capabilities in order to transition into Force 2030 as

detailed in the 2009 Defence White Paper and meet the expectations offuture Defence white papers. Tis transition is an enormous task and one

that will stretch the entire RAAF. I want us to embrace these challenges

as opportunities, and in doing so, use these challenges as opportunities to

innovate, improve how we do things and enhance our capability.

Over the last few years we have successfully introduced into service the

C-17A Globemaster III, F/A-18F Super Hornet, Heron remotely piloted

aircraft (RPA), King Air 350, Wedgetail, and the Vigilaire air defence system.

RAAF Kittyhawk Squadron at Milne Bay, August-September 1942, paintingby Sir William Dargie (1969); Australian War Memorial AR27628. Te 70thanniversary of this famous battle will be commemorated in 2012.


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Te KC-30A multi-role tanker transports are being delivered and over the

next decade we will introduce the P-8A Poseidon to replace the AP-3C Orion

and the F-35 Lightning II Joint Strike Fighter to replace the Classic Hornet

and, in time, the Super Hornet. At the same time, we will continue operatingsome extremely important but ageing platforms. While introducing the new

and maintaining the old, we will need to redesign elements of our workforce

to match the requirements of our new platforms and systems. Te success

we have so far realised in these endeavours reflects Air Forces tradition of

agility that enables the force to quickly adapt to new technology, develop and

implement new ways of operating, and overcome emerging challenges. I will

continue to rely on you to deliver that agility.Te space and cyberspace domains are vitally important to Air Force. Air

Force is increasingly exploiting the space domain to better deliver air power

effects. Indeed, space is now a critical enabler for all first-rate air forces, and

the RAAF is no different in this regard. As such, Air Force will continue

to develop its space capabilities so that they may be integrated into the air

campaign for joint effect. In the cyberspace domain, Air Force is critically

dependent on its networks, data links and information, and we must ensurethat our operations are unhindered by further developing our capabilities to

operate in cyberspace.

o remain the best, we must continue to work as a team in order to produce

the best outcomes we can with the resources provided by Government.

Tis will require originality and innovation, but as Air Force is effectively

an organisation built on innovation, I have no doubt that we will succeed.

Innovation will ensure we can operate in the best way possible with what wehave and will ensure that we use the resources available to us in responsible

cost conscious ways.

For all the changes we have experienced, the importance of people to the

Air Force has remained unchanged over the last 90 years and will remain so

into the far distant future. Tis means that today every uniformed member

of the RAAF (permanent or reserve) has a mission to perform. Additionally,

every APS member and contractor who works in the RAAFs interests has a


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part in the Air Force story. We all need to understand our roles and how we

contribute to the broader Air Force effort. We are one team.

Te RAAF has world-class aircrew and a fine air combat tradition forged

through warbut at its heart, a successful air force is also a complex

engineering, logistics and support organisation that is totally reliant on the

quality of the support of its non-flying personnel. Tis makes us uniquely

different to our fellow Services. Te professionalism and skills of this

deeper level of capability ultimately determine the effectiveness of any air

force, because there is no more useless implement of war than an aircraft

that cannot fly. In the words of the famous American air commander in the

South-West Pacific during World War II, General George Kenney, Havingthe second-best air force is like having the second-best hand of poker it gets

you nothing yet costs you money.


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MY PRIORITIES

I have always been extremely proud to be a member of the RAAF, and our

Air Force is rightly perceived as a distinctly professional organisation which

always makes valuable contributions in achieving Governments objectives.

Our Air Force is regarded by the Government and our major allies as being

among the worlds most capable and professional forces. I believe that this

truly reflects the ability and commitment of our people: permanent, reserve

and civilian. Terefore, I want to make sure our reputation for professionalism

and excellence is not only maintained but enhanced wherever possible. o do

this, my priorities for the RAAF are:

People

Capability and Operations

Education, raining and Development

Communications and Partnerships

Innovation and Improvement


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People

Over the last decade Air Force has built a culture that values our people and

I want us to continue to work and live in accordance with the RAAFs Values.

I believe we are a professional, highly motivated and dedicated team that

values diversity and every members contribution to our capability.

Te safety of our people is of paramount importance to me. We have very

robust airworthiness and aircraft safety programs developed through long

experience, and we need to apply the same vigour and techniques to lift our

performance in the area of Workplace Health and Safety. While Air Force

does inherently dangerous things such as flying and fighting, we must dothem as safely as possible while understanding all threats and risks.

I believe that leadership is vital at all levels in the Air Force, not just at the

top, as the principal means of making the right things happen. We need to

continue to develop leaders at all levels of the RAAF with clearly defined

responsibilities, and appropriate and unambiguous levels of authority. I

expect my commanders to develop their team and lead their organisations in

realising my intent.

As a husband and father, I recognise that we must all maintain an appropriate

work-life balance. Tis will be a challenge for many of us; and on occasions it

will be impossible as one aspect of our lives will assume priority over the other.

Tat said, we must all recognise that our profession and our responsibilities

require us to last the distance and be the best professional, partner and parent

we can be.


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We continue to have a very high operational tempo and I do not believe that

it will markedly lessen. I think what we have experienced over the last decade

or so is now the norm. We should recognise and take pride in this factor;

it reflects Governments and societys respect and appreciation for what we

deliverair power to protect and promote Australias national interests. Te

RAAF is a vital element of the ADF and, in turn, the ADF is a critical element of

national power that contributes to and integrates with government solutions

to manage and address diverse security challenges across the spectrum of

conflict, from humanitarian assistance to war. Australia has global interests

and I have no doubt that with recent capability acquisitions we now have

such global reach that we can and do have global impact.

We continue to undertake combat operations in Afghanistan as part of

Operation SLIPPERAustralias military contribution to the international

campaign against terrorism, maritime security in the MEAO and countering

piracy in the Gulf of Aden. Tis is todays war and we must undertake our

role in it with the professionalism, will, energy and commitment required to

achieve our military and national objectives. Failure on operations is simply

not an option Australia and Australians will accept.

We must also prepare for future warsand these wars will probably be

unlike the one in which we are currently engaged. Tis is why we must

continue to acquire new high-end capabilities, train for and practise high-

end warfighting techniques and find new ways of doing them better. Te

development and maintenance of these capabilities and skills is of paramount

importance because they are quickly lost and difficult to replace and rebuild.

Tis requirement will probably see new capabilities introduced into Air Force

that we have not previously had. Te challenges will be significant but the

rewards high.


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Education, Training and Development

Being a member of the RAAF is not just a job, it is a profession, and a key

part of being a member of a profession is the life-long process of education.

We must balance our technical mastery in terms of flying, maintaining and

supporting, with the professional mastery required to ensure we effectively

contribute to joint operations and whole-of-government national security

objectives. I want us to be an Air Force that can strategically influence events

across the ADF, Government, Australian society, our region and allies, and

the broader global community.

Education is both formal and informal and it is key to developing our futurecapabilities and leaders and how we will ensure decision superiority in the

battlespace. Terefore, we will continue to facilitate the development of the

professional mastery of air power through professional military education

and training (PME), through formal and informal developmental and

educational courses and programs, and through the building and retention

of individual technical skills. I have personally benefitted from the RAAFs

PME programs over my career and I take very seriously the role of PME in

the professional development of all members of the RAAF. Completion of the

relevant PME courses is mandatory for promotion and is a significant factor

for selection for command and other significant postings.

I have also benefitted from reading widely as it has exposed me to new concepts

and ideas to which I, ordinarily, would not have been exposed. It must be

remembered that what you learn through PME is not all you should knowit

is the minimum that you need to know. Terefore, each of us has a responsibility

to supplement our training and education by personally expanding our

knowledge and increasing our broader professionalism and value to the RAAF.

New capabilities with new engineering and logistics support paradigms will

challenge many of our pre-existing ideas and practices. We must adapt to these

new challenges in order to ensure we continue to develop the practitioners

and leaders we will require into the future. Tis will challenge our current

notions of musterings and specialisations and how we interact with nationaland global supply chains.


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Sending our people into operations and ensuring they have the right training

and support, now and into the future, will always be my greatest responsibility.

However, we cannot do this without the support we receive through a range

of important partnerships. Tese partnerships are critically important and

we must continue fostering quality relationships within the Air Force and

with the other Services, Defence, Government, and our industry partners.

Tese partnerships are at all levelswhether they are between members of

the RAAF and APS or contractors on the bases, or between us and the service

provider groups such as Defence Materiel Organisation (DMO), Defence

Support Group (DSG), Chief Information Officer Group (CIOG), Defence

Science and echnology Organisation (DSO), and the intelligence agencies,

etc. Tese groups are essential to our ability to generate and apply air power.

We must all contribute to the Air Force engagement and partnership with

such groups.

Our preparedness to conduct operations has always passed the test when we

have been called upon to execute air operations, but there are some critical

relationships and lines of communications that we have undervalued in the

past. Ensuring that we better understand how our capability is sustained, and

maintaining the relationships with our support partners that underpin our

capability, is critical to our success. In this respect, we must have greater respect

for, and work more closely with, a range of agencies as trusted partners. Tis

trust will be founded on our honesty and fairness in dealing with partners,

and the effectiveness of our air power when called upon to do so. We will be

a force that others want to deal with, because we communicate clearly andeffectivelywithin Air Force and Defence, and with Government, our allies

and with our support partners. Tese relationships will allow us to make the

right decisions and do the right things to deliver the outputs expected of us.

More importantly, they will be critical to our ability to successfully complete

the missions Government requires of us.


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Innovation and improvement are not newwe have a great legacy of

adaptation and innovation in war and peace, such as transitioning to

Meteor jets from Mustangs in Korea, introducing the Caribou aircraft into

service in Vietnam and fielding the Heron RPA in Afghanistan. Innovation

and improvement are particularly important right now. Air Force is

committed to improving its processes in order to realise and implement

the capabilities that are being delivered under Force 2030. In doing so, we

have an opportunity to ensure that Force 2030 will be achieved by balancing

resources, preparedness and our ongoing commitment to transforming

our processes. We now have a better understanding of the organisational

requirements of the future Air Force, and I intend to continue with the

changes to our organisation that are currently underway through the

Strategic Reform Program and other initiatives. We will get this right and

be a more capable Air Force as a result.

Te operating model articulated in the Air Force Plan is the primary guidance

for how we will do this. In this model, there is a role for everyone and a clear

focus on the importance of strategy and direction. I intend to provide that

direction with both clarity and purpose through a range of communication

methods. I value your input and hope to meet and talk with as many of you

as possible in the coming years.


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CONCLUSION

Te Government and the Australian people measure our success by what

we achieve and how we achieve it. Over the next three years, I want us to set

the basis for such success by delivering capability and conducting effective

air operations, empowering our people to enable those aspects, supporting

innovation and improvement, and communicating and working with our

partners. Tis can only be achieved through hard work, dedication and

professionalism. odays Air Force is a service that is more than capable of

writing the next chapter in Air Forces long and proud historyone that will

be worthy of being recorded alongside our past achievements.

As Chief of Air Force, I am looking forward to the next three years and the

opportunities we have as an Air Force. In this respect, it is important that you

understand my Intent to ensure we are all on the same flight plan in seizing

and realising these opportunitiesso that we know where we are going and

how we are going to get there. We have much to do but I look at what we have

achieved and know that we can do what is required together. Te RAAF is

a great team, one I am proud to be both part of, and lead. I look forward toworking with you over the course of my tenure as your Chief.

ONE TEAMSWIFT, DECISIVE,

RESILIENT AND

RESPECTED


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My Priorities

People


Education, Training and Development




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commanders intent final

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